Take 5: Tristan Pearman, Taste & Theory
An in the Mix Feature Interview
Tristan Pearman
Taste & Theory Managing Director
With more than 25 years of experience across world-class casinos, resorts, cruise lines, hotels, and restaurant operations, Tristan brings a rare blend of creative vision and operational discipline to his role as leader of the Taste + Theory team. He has designed, developed, and launched over 80 restaurant and bar concepts, consistently balancing innovation with profitability.
Tristan’s career includes senior executive roles where he oversaw multi-unit operations, scaled brands, and built high-performing teams across diverse markets. His expertise spans the full lifecycle of hospitality development and management. Operationally, he is recognized for driving efficiency, maximizing performance, and ensuring seamless execution at both the property and portfolio level.
At Taste + Theory, Tristan partners with ownership groups across all verticals to develop and manage restaurant and bar concepts that are market-relevant, operationally sound, and built for sustained growth.
Mallory Ambrose: How is Aimbridge redefining guest experiences in 2026 compared to previous years?
Tristan Pearman: We’re creating restaurants that can stand on their own in their respective markets while still driving hotel performance. The difference is we have the people, the systems, and the operational discipline to execute that vision consistently, and at scale. That foundation is what allows our teams to take creative risks with confidence.
F&B shouldn’t be an amenity. It’s a fully realized experience. And operational excellence is what makes that possible.
MA: Which guest trends are driving your hospitality strategies this year?
TP: Guests are demanding three things: authenticity, experience, and efficiency. They want a sense of place, a reason to gather, and a frictionless journey from reservation to payment. Our strategy blends creative concepting with disciplined execution because inspiration without infrastructure doesn’t scale.
MA: In what ways is technology enhancing both guest experiences and operational efficiency?
TP: Technology is a force multiplier, but only when used intentionally. AI, in particular, is like a chef’s knife. In skilled hands, it elevates precision, consistency, and speed. Used improperly, you’ll cut yourself.
We are exploring AI and integrated systems to sharpen forecasting, personalize guest engagement, and control margins all while keeping hospitality human. Technology should support creativity, not replace it.
MA: How are data and guest insights shaping food and beverage offerings?
TP: Data informs the structure so creativity can shine. We engineer menus around contribution margin, daypart performance, and beverage program performance, then layer storytelling on top. It allows us to take calculated creative risks because the financial architecture is sound.
MA: Which food and beverage trends in 2026 should operators pay close attention to?
TP: The trends themselves aren’t surprising — elevated zero-proof beverage programs, regional sourcing with real credibility, chef-driven comfort food with contemporary technique, visually compelling presentations that travel well on social. These have been building for a while and they’re not going anywhere.
But the real trend is discipline. The operators who win in 2026 won’t be the ones chasing every movement. They’ll be the ones who curate what actually fits their brand and execute it with intention.
MA: How can hotels update menus or beverage programs to meet evolving guest expectations?
TP: Refine before you expand. Reduce complexity. Focus on signature anchors. Elevate beverage storytelling. Ensure every item earns its place operationally and emotionally. Great menus aren’t long, they are intentional.
MA: How does Aimbridge integrate sustainability and local sourcing into F&B while keeping it profitable?
TP: Sustainability only works when it’s operationally embedded. We prioritize smart sourcing, cross-utilization, waste reduction, and vendor alignment. Responsible practices should improve margins and not erode them. When sustainability is strategic, it’s profitable.
MA: What operational challenges in F&B are being solved through technology or strategy?
TP: Labor volatility and rising cost margins are unavoidable. We’re addressing both with streamlined menus, stronger inventory controls, and disciplined systems that protect brand standards while enabling local creativity. Structure creates freedom.
MA: What are Aimbridge’s top priorities in 2026 for elevating the F&B guest experience?
TP: Execution matters as much as imagination. We’re focused on building restaurants that compete beyond the lobby, elevating beverage sophistication, and strengthening the storytelling that carries a guest from discovery all the way through departure. But none of that lands without operational rigor behind every “wow” moment. The creative vision and the discipline to deliver it aren’t in tension — one depends on the other.
MA: What advice would you give to F&B teams and hotel operators aiming to lead the industry in 2026?
TP: Be bold but be accountable. Know your concept. Engineer your margins. Train your teams to deliver hospitality, not just service. The future belongs to operators who combine creative conviction with operational intelligence.
MA: In what ways has IMI Agency supported Aimbridge’s growth and development as a partner in the national on-premises F&B arena?
TP: IMI continues to be a best-in-class partner. They continually strengthen supplier partnerships, expand beverage visibility, and help to support scalable growth across our diverse portfolios. IMI’s value lies in collaborating with us to balance national leverage with local relevance. This is critical in today’s on-premise landscape.
